Laura Williams

Category: Blog

  • Top Tips: Being A Chief Operating Officer

    Top Tips: Being A Chief Operating Officer

    When I was appointed as a Chief Operating Officer in a newly formed regional MAT, I thought I knew what I was getting in to.

    When I wrote my application, I was confident. I had been a PA, LGB Clerk, Office Manager and Business Manager and I had worked across a national MAT leading school improvement, business, HR and governance projects. I’d worked with Senior Leadership Teams, Headteachers, Regional Directors, HR Directors and Finance Directors and I had had front line experience of Ofsted, the DfE and the ESFA.

    The role of Chief Operating Officer in a MAT broadly encompasses strategic business and operational leadership, aligning and deploying the resources of the MAT to secure efficiency, effectiveness and the successful achievement of identified objectives. When re-reading my COO application as ‘research’ for this article, I couldn’t help but smile at my boundless optimism and blind determination. I had big plans. I knew exactly what needed to be done and exactly how I would do it. Only now can I see how little I really knew.

    The main issue with the role of Chief Operating Officer is that due to its breadth it is difficult to define. It is bespoke to every organisation, context and individual. There are no constants or points of reference and there isn’t a standard job description. This creates both opportunity and ambiguity. For me, taking the role of Chief Operating Officer was the equivalent of jumping off a cliff and finding out I had to make my own parachute on the way down. For everyone who has followed or wishes to follow me over that cliff, here I share with you my five most important lessons:

    Find your balance and do it quickly

    Being a Chief Operating Officer gives you a completely different and unique perspective on your MAT. You can see everything from where you sit and for that reason you have to operate on parallel tracks; the long-term vision and the day to day. It’s your job to keep those tracks clear of obstacles and as close together as you can as delays and divergence can create chaos. This is the most challenging part of the job. Balancing the needs of the whole with the needs (and wants) of the parts. Knowing when to talk and when to listen, when to intervene and when to escalate and when to enforce and when to mediate requires remarkable judgement and absolute confidence. How well you do this can make or break you.

    Credibility is key

    It doesn’t matter what your job title is, what qualifications you have or where you sit on the leadership diagram if nobody listens to what you have to say. Without credibility you cannot operate effectively. Credibility is earned, it is not given. How people see you affects how they respond to you. Aligning yourself and the purpose of your role with the educational objectives of your MAT is crucial. As Chief Operating Officer of a MAT, you can’t operate in isolation. Everything you do should be about supporting the delivery of a quality education provision. Articulating your role in these terms as well as demonstrating sound knowledge, a thorough understanding of data, objectivity and empathy will go a long way to gain the confidence and trust of your teaching colleagues.

    The ‘big picture’ is deeper and broader than you think

    As Chief Operating Officer, you have to use every tool at your disposal to not only determine the way forward but also to forecast impending doom. The management of risk relies on you being as informed as you can possibly be – all the time. Having up to date and accurate information is essential to the decision-making process. Whether you are looking at finance, HR, facilities, service level agreements or pupil progress you need to be confident in the accuracy, consistency and integrity of the data that you receive and the data systems you use. And it doesn’t stop there. You must go on to triangulate everything you think you know. Numbers need narrative and narrative needs numbers. Whilst the destination may be set, the current reality will continue to shift and you will need to be able to split your focus accordingly in order to make truly sound assessments.

    Pursue the ground truth of your MAT

    A person’s perception is their reality. That means that there are potentially billions of realities out there. This may sound deep but by understanding the realities of your schools and their leaders, you can work to create a shared reality in your MAT. By seeing the world through the eyes of others, you can predict and navigate conflict with ease as well as determine the best way to support and manage change. Not only can ground truth inform your leadership style, it can also be critical when it comes to making informed decisions. Evidence can tell you a lot but intelligence can tell you a whole lot more and can be a real differentiator.

    Speak up and say it straight

    In your role, you sit to one side of the central accountability line. The Heads report through to the CEO and the CEO reports to the Board. Your role spans across all of these organisational layers and due to the unique perspective we spoke about earlier, the odds are that at some point you are going to see something happening or about to happen that is unacceptable, out of line or potentially apocalyptic. Unfortunately, it will often only be you that can see this happening which means that it is your responsibility to speak up. In these instances you need to be blunt, unequivocal and unwavering. Speaking up may not be pleasant but your insight and your ground truth is one of the most powerful tools that your MAT has.

    Despite my steep learning curve, you’ll be pleased to know that I survived my cliff jump and I can honestly say that it was exhilarating, rewarding and satisfying. There’s been a lot of discussion recently about the possible extinction of the MAT business generalist and the increasing preference of the MAT business specialist. My view is that centralisation should not automatically lead to specialisation. The very process of centralisation results in an increase, not a decrease of moving parts, conflicting agendas and accountability. A successful MAT is an efficient and effective operation and nobody is better placed to oversee, manage and shape this operation than a Chief Operating Officer.

    So, to those who are thinking of becoming a Chief Operating Officer, I can’t recommend it highly enough. And to those of you who are already, I salute you. Fly the Chief Operating Officer flag and fly it high.

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    Written for: Capita SIMS Blog (@CapitaSIMS)

  • How To Choose The Right Coach For You

    How To Choose The Right Coach For You

    Choosing the right coach for you is an important process.

    If you subscribe to my e-mails or you’ve been following me for a while, you’ll know that I’m a big advocate of coaching. 

    I’ve seen first-hand the difference that coaching can make in terms of improving mind-set, increasing confidence and setting and meeting goals. It really can be a transformative experience both professionally and personally. 

    One of the first questions that I get asked when I recommend coaching is…

    How do I find a coach? 

    Quickly followed by…

    How do I choose a coach?

    Choosing the right coach is a critical step to achieving success through a coaching programme. It can be an intense process and whilst there are many factors in play, the relationship that you have with your coach is essential to you being able to engage, progress and succeed.

    Here are my top tips on how you can choose the best coach for you:

    Reflect

    Before you start the process of choosing a coach, you need to spend some time thinking about what it is that you want to achieve from the coaching process. Ask yourself:

    • Where am I right now?
    • Where do I want to be?
    • What difficulties am I currently experiencing?
    • What do I want coaching to help me achieve? 
    • What do I want from my coach?
    • What style of coaching would I respond best to? 
    • Am I actually ready to commit to the coaching process?

    If you’re not able to fully answer these questions, don’t worry. A good coach will work through this with you when you get started but if you at least have an idea of what you’re looking for (or what you’re not looking for), it will make the selection process a lot easier.

    Research

    There are lots of ways to source a coach – word of mouth, online, through professional networks etc. However, once you’ve got some names, it’s time to dig a little deeper.

    • Look at their LinkedIn page, website and/or blog if they have one and see how they describe their services, who they work with and how they articulate their offer
    • Look at their social media feeds and see what type of content they’re putting out there
    • Look at their testimonials and client feedback to find out what other people are saying about them
    • Look into their background, what sectors they have worked in, what sectors they work in currently, what type of coaching they offer and whether they understand your sector and your challenges (if that’s important to you) 
    • Look at all of the above as a whole and determine what feeling you get overall; how do they come across, is this someone that you can see yourself working with? Do you believe that they can help you in your current situation?

    By doing some due diligence, you’ll quickly be able to draw up a short-list of potential leads to follow up.

    Interview

    Never start working with a coach until you have had some form of contact with them, ideally face-to-face or over the phone. You are the client. You can and should ask as many questions as you feel you need to. Good coaches not only ask questions of you but are also keen for you to ask questions of them to ensure that you feel as comfortable as possible. Questions you should consider asking are:

    • What type of clients do you work with?
    • What type of clients do you prefer not to work with?
    • What kind of issues do you help people to overcome?
    • What is your approach to coaching? What is your style?
    • What can I expect from you as my coach?
    • How many sessions are typical for the type of issue that I have?
    • How are the sessions structured?
    • How frequent and how long will the sessions be?
    • Do I need to do anything to prepare for the sessions or after the sessions?
    • How much will it cost?

    If you’ve not been able to find out something that you really wanted to know from your research i.e. specifics about their background, ask about this as well.

    Once you’ve finished your telephone call, hang up the phone and sit for a minute. Consider how you feel immediately after talking to them. Are you encouraged, inspired, uplifted? Did they make you feel comfortable? Do you feel like they ‘got’ you?

    All of these things are important to consider when it comes to reaching a final decision.

    Agreement

    When you’ve reached a point where you’re ready to select your coach, make sure that you have a written agreement in place with them before you get started. 

    This should:

    • Identify the specific goals that you’re working towards or areas that you’re going to focus on
    • Outline the agreement you’ve made in relation to the number, length and cost of sessions
    • Articulate clearly the expectations of the coaching process, of yourself as the ‘coachee’ and of them as the coach
    • Outline other relevant areas such as payment terms, contact protocols, confidentiality and data protection

    Having a clear framework to refer to throughout the coaching process will help you to stay on track and ensure that you’re getting what you need from the process.

    Choosing a coach to work with to support your professional development is both a big step and an important decision. Whatever decision you make, make sure it’s well informed and that it’s right for you and where you’re at right now. 

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    Source: My blog vault

  • Staff Retention: How To Keep Hold Of Your Staff

    Staff Retention: How To Keep Hold Of Your Staff

    If your staff are determined to leave, there’s ultimately little that any headteacher can do to stop them. You can, however, take steps to reduce the likelihood of staff wanting to move on due to professional misgivings. Here’s how to go about identifying staff concerns ahead of time and assemble a robust retention strategy.

    When it comes to recruitment and retention, it’s easy to get lost in short-term activities instead of focusing on long-term strategy. The truth is, there are many touch-points and milestones that can create ‘deal-breakers’ for your employees resulting in resignation. Some are beyond your control but many are within it. Before we look at what you can do to create a robust retention strategy, let’s first look to our employees and what they want from us as employers. These factors, as a whole, constitute what is known as the ‘psychological contract’.

    The psychological contract is the ‘silent partner’ of the employment contract but it is different in that it is unwritten and subjective. For the employee, the psychological contract is focused around their expectations of the employer and how they hold up their end of the ‘employment deal’. These expectations relate to areas such as:

    • Reward
    • Recognition
    • Development and progression
    • Security
    • Management support
    • Flexibility and work/life balance
    • Autonomy
    • Fair treatment
    • Trust

    The management of the psychological contract is key to positive employment relationships and the facilitation of employee choice in order to improve both recruitment and retention.

    Though the psychological contract may be intangible, it is similar to the employment contract in that it can be ‘breached’. From the employee perspective, the most serious form of breach is through organisational and management behaviours which compromise one or more of the above areas. Examples include: over promising and underdelivering, a ‘do as I say not as I do’ culture, a lack of follow through, not meeting deadlines, mismatched processes and practice and moving the goalposts.

    For an employee these types of breach, if unresolved, often result in disengagement. This might start out with feelings of dissatisfaction, progressing to working to rule and doing as little as they can. If this continues for a period of time, it could impact their wellbeing and even result in prolonged periods of absence or resignation.

    As employers, what we have to wrestle with and be alert for are instances where the employee perceives that there has been a breach. This could be due to a lack of communication or information or simply staffs’ own interpretation of management behaviour. Real or perceived, these breaches can be avoided and addressed – thus mitigating the impact on turnover and staff engagement.

    Whatever the truth or reality is, how your staff perceive you as an employer will impact their psychological contract with the organisation. From the moment that staff join your organisation, they are constantly yet often unconsciously assessing whether leaders do what they say they will, honour the promises they make, lead by example and apply policy fairly and consistently.

    When you start looking at the employment relationship through the lens of the psychological contract, the levers you can pull to maintain a healthy psychological contract with your staff become much clearer.

    From your perspective as an employer, the psychological contract lives in what we know more commonly as ‘how things are done around here’. In relation to the list of what our employees want from us, these ‘things’ include:

    • The creation and management of staffing structures and restructures
    • Recruitment processes
    • Leadership and line manager behaviour
    • Policies and implementation
    • Appraisal and Performance Management
    • CPD, career progression and succession planning

    All of these things will currently exist and/or take place within your organisation but how well your organisation does these things has a significant impact on how staff view you as an employer and whether they want to continue working for you. In essence, employer behaviour in these areas determines whether an employee feels supported, treated fairly, valued, recognised, developed, allowed autonomy and trusted.

    Here are some areas to focus on that will help you to both shape and maintain a healthy organisational psychological contract and improve retention:

    1. Job Design & Recruitment

    Turnover can create the perfect opportunity to affect organisational change with minimal disruption. If you have your finger on the pulse and your eye on the future, you can reduce the likelihood of wholesale restructures down the road. Also, take the chance to really think about not only the vacancy that needs to be filled but what type of person the role would suit. Make it an attractive role and be clear what it will be like to do this job on a daily basis; for all its quirks, make sure you highlight its perks. If you’ve nailed job design, then attracting the right candidate for your role shouldn’t be an issue. However, the ‘psychological contract’ starts here – everything that is written, spoken and communicated from the start to the end of the recruitment process sets the tone for the future working relationship. Be consistent, don’t make promises you can’t keep and deliver on everything you say you will. This rolls right through into induction and probation periods. Don’t leave them adrift, wandering around your corridors. Take charge, set expectations and set your stall out in terms of what your staff can expect to receive from you as a member of your team.

    2. Line Management and Workload

    How your line managers look after their staff is a critical part of maintaining the psychological contract. How managers treat people has a direct impact on how staff feel about coming to work in the morning. They are the ‘face’ of the organisation and the decisions that are made so how they communicate to staff matters. The value that you place on the quality of line management directly indicates how much you value your staff.

    How well you listen to you staff is also crucial in maintaining the psychological contract; workload being a good example of this. If a task is seen as ‘worth it’, staff will be more likely to engage with it in a positive way. If they see it as a ‘waste of time’, this will affect their view of their role and how they feel about working for you. As I said before, their perception of what’s worth it and what’s not may be skewed but the sooner you address these discrepancies, the better.

    3. Performance Management, CPD & Succession Planning

    If job design and recruitment form the beginning of the psychological contract and line management establishes it, performance management, CPD and succession planning cement it. These processes are about identifying those who need support, supporting those who are ambitious and ready to progress, identifying specific organisational and individually beneficial CPD and having a meaningful dialogue with staff. They alone embody and facilitate several of those employee ‘wants’ we covered: reward, recognition, development, progression, support, fair treatment, autonomy and trust so it’s essential that you get them right.

    How you do business defines both your culture and your identity and how you do something is just as important as what you do. Polices and processes must be designed and actively managed with your people in mind; not only to hold them accountable or to measure them but to recognise them, reward them, bring out the best in them, engage them and value them. By doing this, the right people will not only want to work for you, they will stay working for you.

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    Written for: Primary School Management Magazine

  • SBLs: The Art of Saying ‘No’

    SBLs: The Art of Saying ‘No’

    To feel comfortable saying ‘no’, you must first of all ask ‘is this person making a reasonable request?’

    If it isn’t (let’s say it’s class tickets to Wimbledon), then politely explain your reasons (of which I’m sure there will be many) and be firm. 

    If the answer is ‘no’ and will always be ‘no’, it’s important that you respond immediately, politely and firmly. In these situations, be sure that you have the autonomy to make the decision. If you don’t, let them know that you’ll note their request and get back to them when you’ve spoken with the Head. 

    Of course, it gets harder if you know that what they’re asking for is something that could really benefit the school and in a time when money wasn’t an issue, you wouldn’t think twice about saying yes. 

    In these situations, examine the request more thoroughly and ask yourself – has anything they’ve said made you reconsider the existing budget priorities? Is there anything that either you or they can do to enable you to say yes? Maybe there is a cheaper way of doing something or reducing expenditure in another area could create additional resources. 

    If you don’t know the answer to this off the bat, then don’t be afraid to say ‘I hear where you’re coming from, leave it with me and I’ll see what I can do.’  

    When you’ve investigated, make sure that you go back to them with a clear answer and explanation. If you try and you fail to meet their request, then at least the person will see that you recognise the importance of what they’ve asked for but there are good reasons behind why you’ve had to say no.

    It’s worth keeping a note of any budget request you receive to discuss in your finance meeting with the Head. Any requests that fall into a ‘grey’ area can be reviewed as a whole as the financial picture continues to shift.

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    Source: My blog vault

  • What To Do If You Start To Panic

    What To Do If You Start To Panic

    A few years ago, my husband and I were flying in to New York – the final stop on our honeymoon…

    It was late December, and it was an early morning flight which meant not only was the weather terrible, it was also pitch black outside. As we began our descent, it became clear that the mild turbulence we had been experiencing throughout the flight was just the beginning. Overhead bins burst open, personal belongings slid across the aisles and the cabin lights started to flicker.

    Our descent turned into a rollercoaster ride after the pilot literally pulled up the nose of the plane as he announced over the speaker that it just wasn’t safe enough to land and he’d have to ‘try again’. With nothing but pitch black outside our windows, we had no idea how far off the tarmac we were and people started to panic – including me.

    The weird thing is I can recall with absolute clarity, looking around in that moment, everything suddenly going all Matrix slo-mo and thinking, ‘I could very easily lose my sh** right now. But I’m not going to. I’m not going to panic. I’m going to keep it together. I will not lose my sh**.’  It felt like an out of body experience.

    I don’t know about you but, for me right now, life has way too many of these moments. Just when you think you’ve got a grip, or found a groove, you get blindsided by something that spirals your mind into a frenzy. You have no idea what lies outside of your view and you feel thrown into a situation you can’t fully grasp.

    The next time you find yourself experiencing one of these moments – i.e. you find yourself in the middle of a turbulent ‘air pocket’ and you start to panic – say to yourself out loud…

    I could very easily lose my sh** right now. But I’m not going to. I’m going to keep it together. I will not lose my sh**.

    It sounds mad (so you may want to shut the door before you do so!) but it actually works!

    Life, work – and the world in general – are crazy right now but I am determined to not only not lose my sh** but also to help you to not lose yours! We just need to keep it together until we can come in for a safe landing.

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    Source: From the Tuesday email archives

  • A Timely Reminder ⭐️

    A Timely Reminder ⭐️

    There’s a trend going around on social media: ‘I wish xx knew xx…’ and it got me thinking.

    What do I wish you knew?

    Right now, we’re at peak bonkersness – halfway through the academic year, spreadsheets are multiplying like rabbits and your office door is on constant rotation.

    And actually, I know you already know everything I’m about to say 😬

    But sometimes, when the noise gets too loud, when the workload piles up and when you start to wonder if it’s just you who feels like this… you need to hear it anyway.

    ⭐️ So here’s your reminder.

    It started as a simple list.

    And then, because I don’t know when to stop, it turned into a manifesto of sorts…

    A motivational woop 💫

    A reality check wrapped in encouragement 🤗

    Because if you need something to pin to your wall, tuck in your diary or mutter under your breath in budget meetings, let it be this:

    1️⃣ You don’t need permission to lead. You already have all the knowledge, experience and skills you need – so don’t wait for permission to use them. Take up space. Own your expertise!

    2️⃣ You bring something unique to the leadership table. The way you see problems, analyse solutions and manage risk is different from other leaders – and that’s a strength, not something to downplay. Your uniqueness is your superpower 💫

    3️⃣ Your work has impact beyond the balance sheet. Just because you’re not in the classroom doesn’t mean you don’t impact learning. Your decisions shape staff wellbeing, student experiences and the future of your school. Everything you do matters.

    4️⃣ You’re not failing just because it feels hard. Budget pressures, leadership tensions and operational headaches don’t mean you’re doing a bad job – they mean you’re doing a real one. If it was easy, they wouldn’t need you!

    5️⃣ You don’t have to know everything. Great leadership isn’t about having all the answers, it’s about knowing the right questions to ask and involving the right people.

    6️⃣ Just because you can do it all, doesn’t mean you should. Working yourself to the limit won’t make your role more valuable but setting boundaries will make it more sustainable.

    7️⃣ You’re not ‘just’ anything. You’re not ‘just the money person’ or ‘just operations’. You’re a strategist, a negotiator, a leader and a force to be reckoned with.

    8️⃣ You don’t have to put up with 💩 If someone consistently undermines you, dismisses your role or makes your job harder, you’re allowed to call it out. Respect is not optional, it’s a requirement.

    9️⃣ You are not alone. Other SBLs get it. The challenges, the wins, the frustrations, the invisible work – there’s a whole community who understands. Lean on them. Let them lean on you.

    🔟 Your role is bigger than the school you’re in right now. The skills you have – financial management, strategic thinking, negotiation, leadership – are transferable. If you ever feel stuck, remember: your experience is valuable in more places than you realise.

    Print this out and put it in your diary. Save it as your desktop wallpaper. Send it to someone who needs to see it.

    Just know that I see you ❤️

    So keep going. Keep leading. And keep being you 🦸

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    Source: The ‘Tuesday email’ archives

  • How To Map Your Career Path

    How To Map Your Career Path

    Where do you see yourself in 5 years?

    If the thought of answering this question brings you out in a cold sweat, then this blog post is for you. With a little mental adjustment, this question will kick-start your brain, so it starts fizzing with possibilities.

    As someone who once lied during an interview when asked this question rather than admitting I honestly didn’t know, the irony of me writing this does not escape me. 

    However, my advice to you with the benefit of hindsight is that this is a question that we should be asking ourselves as part of our ongoing professional development – and ideally before we’re being interviewed. 

    Many people say that not having a career-map is like setting off on a journey to somewhere you’ve never been without using your sat-nav. Sure, you’ll probably get there eventually but you’re going to hit some dead-ends, roadblocks and maybe even end up circling back on yourself a few times before you do.

    My advice is this. Set your destination in your sat-nav but be open to detours along the way. Take the scenic route, have an over-night somewhere and maybe, if you learn about a more appealing destination along the way, reprogramme your route and have an adventure. 

    Looking back on it now, this is how I would describe my career path. I did not think when I was a PA sat in my office typing letters for the Principal, that I would eventually become a Chief Operating Officer; let alone be doing what I’m doing now! 

    My final destination was not set but I was definitely on a route to… somewhere!

    So, how did I make decisions about accepting a new responsibility, taking on a new role or moving organisations?

    First of all, I made active choices. Who I am today is all down to the choices that I’ve made in the past, not only about the things I did but the things I didn’t do too.

    I know that making choices can be scary, especially when you feel comfortable doing what you’re doing now. I took on responsibilities that I didn’t fully understand, I took jobs before I felt ready to take them and I spoke up even though I wasn’t sure if I was saying the right thing. 

    But by taking action and keeping moving, even when I wasn’t sure what lay ahead, I learnt more about myself than I ever thought possible – even when I got it wrong.

    ‘Success is a journey, not a destination. The doing is often more important than the outcome.’ Arthur Ashe

    Here’s my advice to you when it comes to mapping out your career and how to make the best decisions you possibly can:

    It Starts with You

    Before you can decide on the right thing for you to do, you need to, first of all, understand you.

    Ask yourself:

    1. What do I stand for?
    2. What are my values?
    3. What motivates me?
    4. What makes me want to get out of bed and go to work?
    5. What do I love to do?
    6. What do I hate doing?
    7. What am I not good at and do I want to get better at it?
    8. What type of work environment suits me best?
    9. What level of challenge and pressure am I comfortable with?
    10. What kind of organisation do I want to work for?
    11. What is my next logical step and is it one I’m ready – and willing – to take?
    12. Do I have more than one option – and if so – when do I need to choose?

    Make A Plan

    Whether you’re looking five years, one year or one month ahead, you’re still going to need a plan. 

    Ask yourself:

    1. What is it that I want to achieve?
    2. What role will suit my skills and aspirations best?
    3. Where do I see myself in ‘x’ years or months?
    4. What does progress look like to me?
    5. Do I want to move up, across or into a whole new area altogether? 
    6. How can I prepare for this progression?
    7. What knowledge and skills do I need that I currently don’t have?
    8. How can I create opportunities that will bring me closer to where I want to be?
    9. How will I know when I’m ready?
    10. How can I test whether the plan I have is one that I should follow through?

    Test It Out

    Before you commit to a specific path, identify people in your network who are the most experienced and qualified to give you feedback on your plan. If you want to become a CEO, do you know any CEOs who would be willing to have a chat with you? If you’re looking at moving into a Senior Leadership position, are there any Senior Leaders or Headteachers that you know that would be happy to meet up for a chat over coffee? Also, consider speaking to experienced recruiters. This will give you great insight as well as potentially open up future possibilities.

    This is what you want to know from them:

    1. Based on your current position, do they think that your proposed career plan is realistic and achievable?
    2. What insights can they share with you about the role that you’re considering?
    3. What would they expect to see on an application form from someone who is applying for this position?
    4. What else would they like to see on an application form that would make a candidate stand out?
    5. What additional qualifications, if any, do they think would support your application?
    6. What skills and experiences do they think would be helpful for you to develop and undertake that would strengthen your position?
    7. What other advice can they give you that is specific to you, your starting point and your goals for the future?

    Flesh It Out

    Once you’ve considered all the advice you’ve received, it’s time to revisit your plan. 

    Ask yourself:

    1. Does anything I’ve heard make me want to change my plan in any way?
    2. What action steps have become clear to me throughout this process?
    3. Do I need to undertake any further research?
    4. What milestones am I going to set for myself?
    5. Is my timeline realistic?
    6. What concrete steps do I need to take in order to move forward?
    7. Are there any potential obstacles that I need to prepare for?
    8. What support do I need and from whom?
    9. What is the best way to match my CPD with my career plan?
    10. Is my final plan still in keeping with my values and my aspirations?

    Get Started

    It doesn’t matter if your plan is finely detailed or broad brushstrokes. You now know what you need to do to move forward. 

    Every time you complete a step or reach a milestone, check in with your plan. Does it still resonate with you? Are you moving at the pace you’d hoped? Has anything changed? Do you need to recalibrate?

    Remember, by mapping your career plans, you are not committing to anything apart from moving forward. By setting your guiding principles and milestones, you’re allowing yourself to keep an open mind. 

    And that’s the beauty of it… because who knows where you might end up?

    Like what you’ve read? Subscribe to my Tuesday emails here.

    Source: My blog vault

  • Top Tips: Making Your Application Stand Out

    Top Tips: Making Your Application Stand Out

    In all the roles I’ve had in education in the last decade, I’ve led on recruitment. I’ve recruited Executive Leaders, Headteachers, Senior Leaders, Support Staff and temporary staff.

    Whilst the roles and job descriptions vary, the application process does not. I must have read thousands of application forms over the years and whilst some have been amazing and even a pleasure to read, many have had me banging my head off the desk.

    If you’re considering applying for a new job or are in the process of writing an application, then this blog post is for you.

    Here are my top 7 tips for writing a quality application. By taking note of these, not only will you increase your chances of getting an interview, you will also help those who manage recruitment in schools and MATs stay sane!

    1. Do your research

    Before you start writing your application, ensure that you:

    • Read the advert, job description and person specification carefully and thoroughly
    • Look at the website to learn more about the organisation
    • Research the structure of the organisation and the governance arrangements
    • Check the latest Ofsted report and performance tables
    • Google the name of the organisation (and its leader) and see what comes up
    • Research the community they serve as well as their partnerships, collaborations and affiliations with other stakeholders

    All of the above will help you to understand the organisation you’re applying to work for as well as where your role fits in the broader picture. 

    2. Arrange a visit 

    Visit the organisation before you submit your application. This is especially important for leadership roles. It may save you time in the long run and you will learn so much. Before your visit, make sure you use your research to draft some questions to ask when you’re there. The aim of a visit is to find out more about the organisation as well as see what it’s like in action. Is it somewhere you can see yourself working? What are the people like? How does it feel? If you don’t like it, you’ve not wasted your time writing an application. If you do like it, the insights you gain will help you to write a stronger application. Win-win!

    3. Do exactly what you’re asked to do

    Wherever there is a box on an application form, always write something in it; even if it’s N/A. It shows that you’ve read the form thoroughly and it doesn’t leave recruiters wondering if you left a box blank accidentally. If they ask for online applications, submit it online – don’t post it. If they specify a format for an answer, use it. If they ask you to keep your answers to a specific length, do it. By completing the application correctly, you’ll not only demonstrate your ability to follow instructions but also the recruiter will be very grateful! 

    4. Personalise it

    Filling out applications is time-consuming. The education sector does not do enough to make it easy to apply for jobs, especially if you are applying for multiple jobs simultaneously. This is why you need to be savvy in terms of personalisation and structure. All recruiters have to judge you on at this stage, is what you write on that application so, as small as these things may seem, they matter a lot. Recruiters will make a judgement about you if you address your application to the wrong person or leave in references to the last organisation you applied to. When recruiters read your application, you want them to feel that you’re invested in getting this job, not just a job. It’s harsh but it’s true; if you slip up on this one or you write an application that is clearly copied and pasted (they can tell), then you could be bumped down the shortlist. 

    5. Structure it

    Recruiters learn the most about applicants from their ‘personal statement’. The first few pages of the form are to check that you meet the basic requirements in relation to education, qualifications and suitability. The personal statement is what truly differentiates you as a candidate and can be the difference between your application being selected or tossed to the side.

    Make sure that your personal statement:

    • Outlines your knowledge, skills and experience in a way that directly relates to the role and person specification – before you start writing, map out the criteria and write some bullet points for each area to ensure that you don’t miss anything 
    • Is written in a way that is easy for recruiters to tick off the criteria listed in the person specification – they don’t want to spend time hunting through pages and pages of narrative. They shouldn’t have to try to figure out whether what you’re saying matches the person they are looking for. You should make it abundantly clear. (Also, if you structure your personal statement carefully, you’ll find it easier to personalise and edit it for other applications)
    • References your experience explicitly and specifically – some applicants think that it is enough to say that they meet the criteria without demonstrating how, or fill the page with broad, vague statements. Be specific about what you’ve done, how you did it and what impact you had so there is no room to question your expertise or credibility as a candidate.
    • Uses your research to best effect – whilst maintaining your focus on the role you’re applying for, look for ways to incorporate other skills and experience that may be relevant but not explicitly referenced on the person specification. If you know that literacy is an issue and you have previously led a successful reading initiative, then talk about it. If you know that finance is an issue and you’ve got experience in bid writing or fundraising, talk about that too. This attention to detail and ‘marrying’ of your skillset with their needs will help to set you apart from other candidates and make you more memorable. Just be mindful not to get too carried away or stray too far from the core role.

    6. Express yourself appropriately

    When we read personal statements, we want to get a feel for what you’re like as a person. But remember, there is a fine line between showing personality and showcasing yourself like you’re on a shopping channel. Keep adjectives to a minimum, don’t use slang and don’t go off on a tangent. Be enthusiastic, confident and specific. It can be tempting to throw everything at it but hold something back for the interview. You want recruiters to read your application and see not only that you are appropriately qualified and experienced but that you’re an interesting person that they’d like to find out more about. 

    7. Proofread it

    Recruitment season gets crazy I know, but try and give yourself at least enough time to write your application and put it away overnight before proofreading and editing. When you stare at something for too long, you lose your objectivity and typos, missing words and rogue capitalisation can slip past you. Read your application out loud to yourself – maybe even record yourself reading it. This way, you can catch any awkward sentence structures and disjointed statements. If you feel comfortable and you have time, ask someone else to proofread it for you, not only to make sure you haven’t missed anything obvious but also to give you some objective feedback. 

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    Source: My blog vault

  • SBLs: How To Build Your Confidence

    SBLs: How To Build Your Confidence

    Emotional confidence isn’t about having no fear and being able to do anything – it is more about having a base self-belief (self-esteem) upon which starter and smarter confidence can be built.

    Ultimately, it is the ability to be aware of one’s own needs, the needs of others, being able to show empathy, knowing when to speak out and when to support – and even when to show vulnerability. How can emotional confidence be honed – and how can it be a boon in the workplace?

    Previously, I’ve talked about respect for the SBL role and what I believed were the blockers in the sector. I’ve encouraged you all to keep talking, shout when necessary and be persistent.

    Now I know that sometimes, this is easier said than done. Especially if you are an SBL who doesn’t get a chance to show how much you can make a difference because you are not allowed to or you are limited within your context.

    If you’ve ever worked with me or heard me speak at a conference, then you’ll know that my own experiences as an SBL were tough. I was young, unqualified and working with established leaders who had no idea of the value that a quality SBL could add to the organisation. I had to make up a lot of ground fast!

    The strategies I used (besides gaining as much knowledge as quickly as I could!) involved looking at how I perceived myself, how I wanted others to perceive me and what I could do to bridge that gap.

    For those SBLs who are feeling low in confidence and wondering how they can break the cycle and move forward, here are some ways you can shift your mindset, become the SBL you know you truly are and show others why you deserve to be valued, recognised and celebrated.

    Decide what kind of SBL you want to be

    Visualise yourself unfiltered, unafraid and unlimited. What does that look like? Now ask yourself why you feel that you are not able to be these things. Consider the 5 SBL Tools for Demonstrating Impact and Recognition in my article here.  Are any of these areas holding you back? Why do you think that is and more importantly, what are you doing about it? We often behave in accordance with the way that we believe that we are, not the way in which we wish to be. How would this super-SBL version of yourself act in difficult situations, dealing with staff or leading a meeting? Identify what those behaviours are and articulate them clearly so you have concrete goals to work towards. Leave the ‘if only…’ at the door and show up ‘as if’ you’re already there.

    Question your inner critic

    What we believe is actually not a belief – in our mind, it has become fact. This narrative is what is known as ‘negative self-talk’. Write down all the reasons that you believe that you are not able or allowed to be the SBL you want to be and ask yourself what evidence you have to support that. 

    For example, you’d like to be an SBL who speaks up in meetings. But you don’t. Why? Because when you speak up, you feel stupid and think people don’t care about what you have to say. Dig into this more. Why do you feel stupid? Are you going to say stupid things? (Of course not!) Or are you saying something eminently sensible but nobody cares? Ok. Hold on. Nobody cares? Really? You won’t know until you say it! And if they really, really don’t appear to – how can you make them care? How can you position your view or shape your argument to make sure that you get the attention of the people you’re speaking to? 

    Make decisions from a place of courage, not limitation

    We make decisions every day – but the basis of our decision-making can inadvertently set us on the wrong path. Whether it’s because you’re buying into your inner critic or you’re responding automatically to how you feel other people see you or want you to behave, you can find your ‘negative self-talk’ turning into a self-fulfilling prophecy. Instead, focus on making decisions based on the outcome you want to achieve. What do you need to do? What is the right thing to do? What do you need to get across? What is your main purpose? When you operate from a place of conviction and courage instead of fear, your confidence both in yourself and your abilities will blossom.

    Set boundaries

    Stop trying to please people. I say this as a recovering people-pleaser! We think that if we say yes to everything and no to nothing, then we can prove our worth. Actually, all we’ll achieve is accumulating a to-do list that not even the most talented productivity expert could untangle! There is power in saying ‘no’ or ‘not right now’ or ‘it will have to wait’. The more you can establish those boundaries, the more in control you will feel and the more confident you will be. Saying no doesn’t make you appear unhelpful or unapproachable – especially when we’re operating with conviction and courage in relation to ‘what is the right thing to do?’ and ‘what is my purpose’? Saying no helps you to come across as assured, assertive and in control.

    Ditch perfectionism

    It’s easy to believe that if something isn’t perfect then it has no value. Wait – believe…? Yes, perfectionism is a limiting belief that we accept as fact (see point 2). Who said that less than perfect wasn’t good enough? Time pressures often mean that as SBLs, we don’t get to finish things off as neatly as we’d like or to present them as perfectly as we’d like. You know what? That’s ok. Because often, the standards we set for ourselves are much higher than anybody else’s. Sometimes good, is good enough. And that is just fine. 

    Demonstrate confidence

    You and I both know that you can do this job. You know what you’re doing, you know what needs to be done and you know what you should be doing to make it happen. So do it! Confidence is triggered by intention. Tell people what you’re doing, what you’ll achieve and when you’ll achieve it by. Then get it done. By demonstrating confidence and your ability to achieve, you gain credibility – which in turn, breeds more confidence! When you talk confidently, you inspire others to have confidence in you. 

    Toot your own horn

    When you have achieved something amazing, contributed to a major project or saved your organisation from a crisis, make it your mission to point it out. Remind people of what you have done and what you can do in order for them to see you as a credible leader and contributor to the success of the team. Often, the people around us don’t know what it is that we do or don’t understand the impact that we have on our schools. By sharing your successes, you explicitly demonstrate both the value that you provide and the confidence that you have in your ability to deliver. Recently on Twitter, SBLs have been talking about their ‘ta-da’ lists instead of their ‘to-do’ lists. Sprinkle those ‘ta-da’ tasks all over your school!

    As credibility is earned, not given – confidence comes from within. For people to see the value that we add, we have to see the value within ourselves. It does get tough when we think that people don’t want to listen to us or care about what we do. But you care about what you do; you have a unique skillset that your school needs. So you give it to them with all you’ve got! The rest will follow.

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    Source: My blog vault

  • One Foot In, One Foot Out 🦶

    One Foot In, One Foot Out 🦶

    Ever caught yourself mid-email, staring at the screen, completely zoned out? Five minutes gone, brain miles away, thinking about everything except what you’re meant to be doing?

    That’s what leaving a job feels like – like a dodgy WiFi signal flickering in and out or a tab you keep clicking back to instead of closing 🤪

    If that’s where you are right now, you’ll know exactly what I mean!

    Whether you’re hovering over ‘apply now’, waiting for an interview or already mentally packing up your desk, job transitions have a way of making everything feel unsettled.

    So, while you’re in this awkward in-between phase, here are two things you can do now – because trust me, you’ll thank yourself later!

    🧹 Get your office organised – And I mean every nook and cranny. No, this isn’t a call to shred company secrets 😜 but it is a nudge to get your files, folders and paperwork in order. Clear out the drawers, sort through the ‘just in case’ pile and make sure everything’s where it should be. Not only will this make your last few weeks more bearable but you won’t be frantically stuffing things into bins or bags at the last minute!

    📝 Start your handover prep now – You might not be handing over just yet but everything you do from this point on will benefit from a little forward thinking. Start coding, annotating and setting up files with clear labels. Print off key documents and add explanations. Move things around so someone else can find them (because you won’t be there to decode your ‘system’). With a little prep now, your handover will be ten times easier and it’ll save you from a flurry of ‘just one quick question’ emails after you leave!

    It might feel a bit soon to start wrapping things up, but doing something – anything – right now will help steady your brain while you wait. And when the time comes, you’ll be glad you didn’t leave it all until the last minute.

    🎀 So tie up the loose ends, clear the clutter (literal and figurative) and make your exit on your terms!

    Because when that next step finally arrives, you don’t want to be dragging a mess behind you – you want to walk away with a clear head, a clean slate and maybe even a little smugness at how smoothly you pulled it off 😉

    💫 Like what you’ve read? Subscribe to my Tuesday emails here.

    Source: The ‘Tuesday email’ archives